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论文编号：	7032
作者编号：	2120122954
上传时间：	2014/12/10 14:40:37
中文题目：	基于价值流分析的通用半导体公司SMX生产效率提升研究
英文题目：	VGSC Company SMX Production Efficiency Improvement based on Value Stream Analysis
指导老师：	李季
中文关键字：	通用半导体公司 价值流 消除浪费 生产效率
英文关键字：	VGSC Company; Value stream;Waste elimination; Production efficiency
中文摘要：	通用半导体公司作为一家半导体产品封装测试工厂，从2011年到2014年，每年订单都在以20%的速度迅猛上涨，客户需求量的急剧上升就意味着公司要在人、设备以及厂房上再投入资金。与此同时，公司的原材料、能源、人工费用也在大幅度上升，面对这样的情况就要求企业优化流程，降低浪费，提升生产效率，进而能够在激烈的市场竞争中不断发展。基于价值流分析，本文以通用半导体公司的SMX 产品线为例，研究生产效率如何能够得到有效的提升。本文先是介绍全球半导体行业、中国半导体企业以及通用半导体公司在市场和利润方面面临的挑战和竞争，提出了通用半导体提升效率的必要性。接着回顾了和精益生产相关的理论。然后以通用半导体公司的SMX生产线为例，利用精益价值流分析，识别出两个问题，一是瓶颈流程生产周期时间大于节拍时间，不能满足客户需求；二是生产线库存过大，积压资金，并且掩盖了生产线的其他问题，还降低资金的周转率。针对第一个问题，通过分析找到4个改善机会，分别运用约束理论、少人化、快速换模、线平衡等精益工具对识别出的4个浪费进行改善，提升生产效率。最后针对改善结果的经济效益和生产效率提升进行了预估，提出保障改善成果和评价改善结果的措施。然后总结了这次改善的成功经验和不足，同时也看到生产线库存积压的问题，在本次研究中没有得到解决，提出了继续改善的建议。针对公司未来改善的方向，提出了开展全员合理化建议和精益办公机制的建议，旨在通过这些使公司的改善不仅仅落足于生产效率的提升，而是建立整个精益生产系统，从而不断提升企业的盈利能力和竞争能力。
英文摘要：	As a factory for packaging and testing semiconductor products, VGSC has been developing rapidly at the annual growth rate of 20% in its annual order from 2011 to 2014. The increasing customer demand means the company needs to re-invest in its labor and equipment. In the meantime, the cost of raw materials, energy and labor are also rising dramatically. Under such situation, the company is required to optimize process, reduce waste and enhance production efficiency so as to constantly develop in the fierce market competition. This thesis takes the SMX packaging production line as the research object, and applies value stream analysis to study how to improve the production efficiency of SMX. This thesis firstly introduces the challenges and competition of market and profit aspects faced by the global semiconductor industry, the Chinese semiconductor enterprises and the VGSC Company and then suggests that it is imperative for the VGSC to enhance production efficiency and reduce cost. Subsequently, it reviews the relevant theories on lean production, lean value stream. Base on value steam analysis, there are two problems in SMX Production line. The first problem is that the production cycle time is longer than takt time, which cannot satisfy customer request. The second is that the production inventory is too large, which ties up funds and lowers asset turnover. Therefore, targeting at the production circle problem, it finds four improvement opportunities. By respectively applying the theory of constraints, fewer people, SMED and line ECRS, four opportunities can be improved so as to enhance production efficiency. Finally, it mainly estimates the above improvement results, and puts forward the methods for guaranteeing, tracking and evaluating the improvement results. Subsequently, it concludes the successful experience and defects of the improvement measures and finds out the inventory problem in production line. For the problems unsolved in this research, it puts forward further improvement suggestion. And we will continue to apply value stream mapping for administrative and office processes, and process the whole staff rationalization proposals in company, so as to constantly improve the production efficiency and enhance enterprise profitability and competitiveness of enterprises.
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